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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-6 h | 45-90 min | 30-90 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics |